Specification

Provision of Masterplanning and Architectural Design Services for the

Upper & Lower Fosters Estatefor

London Borough of Barnet

Ref: 701633

Ref: 701633/2

Document Status: v.7 Date: 24.03.2017Author: HL Owner:

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1. Introduction

1.1 Summary

Upper & Lower Fosters estate has been identified as having the potential to accommodate new high quality housing development, alongside improvements to existing stock and the public realm, in line with London Borough of Barnet’s ambition to increase affordable housing in the borough. The Authority has decided to embrace a community co-design approach to achieving this, involving the estate residents, neighbours and wider community fully in the development of the masterplanning, design and delivery process. The ambition is for this project to demonstrate best practice in community participation within estate regeneration, and an outstanding quality of architecture and urban design.

London Borough of Barnet (LBB), the Authority, is now seeking to appoint a suitably qualified consultant to provide lead consultant, architectural and urban design services (see full scope of services in section 3.2) to develop the masterplan and design up to the submission of a detailed planning application.

It is expected that the appointed consultant has demonstrable experience and skills in working with diverse communities to develop design proposals, as well as excellent architectural and urban design skills. It is possible that the necessary experience across the range of skills required to complete this commission will not be available within a single practice. As such, the Authority will accept consortium submissions, however these submissions should clearly identify a lead Consultant who would have overall responsibility for the management of the commission and with whom (if selected) the Authority would enter in to a contract.

1.2 The site

Upper and Lower Fosters estate in Hendon Ward occupies 3.06 hectares and contains 211 existing homes. There are 57 units in two low rise terraced blocks (Foster Court and Cheshir House) including sheltered housing, 88 units in two high rise point blocks (Upper Fosters) and 66 units in 5 low rise point blocks (Lower Fosters). 60 of the units are leaseholder owned, these units are spread across the blocks. There are several blocks of garages/stores on the estate, of which some individual garages are also leaseholder owned. A community hall (Cheshir Hall) is also located on the estate.

The estate sits immediately adjacent to Brent Street town centre which has a strong sense of local community and provides a range of shopping amenities and community/educational facilities. It is well served by public transport being close to Hendon Central Underground Station, as well as a network of frequent bus routes. The estate lies in close proximity to a number of synagogues and churches.

1.3 Background to the project

As detailed in the Housing Strategy (2015-2025), and in response to the need for more housing in Barnet and in London as a whole, the Authority has committed to increasing the supply of housing in the borough, particularly affordable whilst maximising the Authority’s land resources. With this in mind a Development Pipeline Programme was established

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identifying Barnet owned sites that could provide locations for housing development schemes. The programme directly supports the Corporate Plan objective of responsible growth and regeneration.

The Upper & Lower Fosters estate currently comprises a relatively low density, land hungry layout. In December 2014 an initial options analysis and capacity study was undertaken which considered all available options in outline:

- Infill- Renewal of some existing buildings- Comprehensive redevelopment

This initial study established that the site could support a viable level of additional homes (c.100-200) through infill development with options to be considered for the replacement of the sheltered housing with modern extra care homes.

A further feasibility study for the extra care element was undertaken in 2016 that established that a suitable 75 home scheme was achievable on the current footprint of Cheshir House and Hall, including the re-provision of community facilities to replace the current hall. Achieving a similar level of extra care housing on the site, although not necessarily on the footprint of Cheshir House, is currently a preferred option for the Council’s Adults and Communities Service subject to wider masterplanning considerations including meeting of the Authority’s timetable for the delivery of the extra care scheme.

1.4 Client and funding

This project is a jointly being delivered by Regional Enterprise (Re) (the Authority’s joint venture with Capita) and Barnet Homes (BH), who manage the existing housing on the estate on behalf of the London Borough of Barnet. The project is governed by the Authority’s Growth & Regeneration Operations Board (GROB) which includes representatives from Barnet Homes, LBB and Re. A full governance and team structure diagram is shown in section 3.

2. The Brief

2.1 Project Objectives

The project has five key objectives:

a) To involve the existing estate residents and wider local community fully in the development of a new masterplan for the estate.

b) To develop a viable quantity of new mixed tenure housing, including extra care housing, which maximises the proportion of new affordable housing that can be provided.

c) To develop the public realm and streetscape on and around the estate in order to integrates it more successfully with the surrounding area, and meets local needs for informal and formal recreation space.

d) To ensure that upgrades to the existing housing stock, and community facilities to replace Cheshir Hall are considered and included in the masterplan, in a manner that meets the needs of both the local community and the client partners

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e) To develop the masterplan into a detailed planning application that demonstrates an outstanding level of design quality at a realistic and viable cost of delivery.

2.2 Co-design process and public communications/consultation

The ambition for this project is for an exemplary level of involvement of the estate residents and wider community, at all stages of the development process. The brief and project team structure has been developed to support a co-design approach, which means involving the local community in defining what will be built, where, and for whom. The appointed masterplanner will be expected to work with residents to understand what is important to them about the existing estate and what they would like to see in a future development. It is hoped that this approach will demonstrate best practice in estate regeneration approaches and maximise social value from the development process. It can provide transferable lessons for future projects initiated by the Authority.

The Authority have appointed an external community coordinator with community engagement expertise, who has developed the outline engagement strategy in dialogue with the client partners and local residents/stakeholders. Initial engagement has been undertaken with the local community and estate residents, and has formed a community steering group that are being trained to participate fully in the masterplan process. The community coordinator will continue to coordinate this group, and facilitate the co-design process once the masterplanner has been appointed. The team will also be supported by the Barnet Homes community engagement and housing management team.

Lessons learnt from other regeneration projects will be used to provide the best forms of local engagement to ensure:

- Resident and local community understanding and trust in the process- The right flow of information and an open and honest dialogue- All residents feel that they can engage and contribute in the process- The needs of residents are understood and can be met- Expectations are managed.

Tenderers will be expected to develop the detailed planning and delivery of the co-design approach to suit their design methodology and programme, and creative approaches to this will be welcomed.

Tenderers must allow for the cost of planning and attending a broad range of workshops/activities that cover the broad range of users and interest groups relevant to this project. The cost of staging these events/workshops (e.g. materials, venue hire, printing, etc) is a separately identified project budget and tenderers will be expected to work with the client and community coordinator to design activities that can be delivered within this budget. The community coordinator will facilitate coordination and communication with residents and stakeholders as well as managing the community steering group which must remain central to the process.

A communication plan for external and internal stakeholders will be essential to the success of this challenging project. The client team are developing a holistic communications strategy including newsletters, website, internal briefings and other media, to which the Specification Contract ref 701633

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masterplanner will be expected to contribute as required. The costs of delivering this (e.g. print, design, etc) are a separately identified project budget.

2.3 New housing brief

The Authority do not wish to specify a desired quantity or mix of units to be created through this project, although it will need to be financially viable i.e. self-financing inclusive of all development costs. However initial studies indicated a possible capacity of c. 100-200 units, and established that the following should be considered:

- Extra care housing to replace the existing sheltered housing in Cheshir House (approx. 75 units, plus ancillary facilities to meet current best practice)

- Affordable rental housing (defined by LBB as rental at 65% of average market rents for the area)

- Shared ownership units- Private-for-sale units, potentially including Starter Homes, and potentially private

rental units.

The masterplan process will need to establish, during the initial options study phase, the mix and quantity of housing that best meets both local community priorities, and viability. The community steering group, through capacity building exercises being undertaken prior to the masterplanner appointment, are being trained to understand the issues around viability and unit mix but we would expect the masterplanner to be proactive in presenting clear options to this group that illustrate different approaches.

It is anticipated that additional affordable units will be owned and managed by Opendoor Homes (a subsidiary of the Barnet Group).

2.4 Public realm brief

It is expected that the masterplan should deliver significant public realm improvements to the estate. The exact improvements should be developed through the co-design process but may include, for example:

a) New structured amenity/play spacesb) Better designed informal public realm that can be easily managedc) Consideration of retention of existing trees and/or new tree plantingd) New bike storagee) Reorganised car parking and additional parking, including fully accessible parking

spaces, as appropriate for new housing.f) New external lightingg) New private or shared garden spacesh) A clear and intuitive network of pedestrian, cycle and car routes in and around the

estate, taking into account the desire lines and wider movement patterns around the area

i) Surveillance measures (e.g. CCTV) if appropriate.

2.5 Upgrading of existing housing stock

The masterplan should include costed proposals for undertaking necessary and desirable upgrading to the existing housing stock, along with phasing proposals. The masterplanner will be responsible for auditing the level of necessary improvements required in coordination Specification Contract ref 701633

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with Barnet Homes’ team, as well as consulting with the estate residents about desirable upgrades or alterations that may be priorities.

2.6 New community facilities

The existing community hall, Cheshire Hall, is not required to be kept in its current form. The masterplan should include community facilities to a brief that will be developed with local residents and stakeholders through the co-design process. The brief and location of these facilities should be considered in conjunction with the requirement for communal spaces within the extra care housing.

3. Scope of works

3.1 Project Team Structure

The scope of works for this tender comprises the services of the masterplanner in the diagram above. All other design team functions will be provided through the Re partnership. Hana Loftus of HAT Projects is the community coordinator, working in collaboration with project management, communications and other team members from the Authority and Barnet Homes.

The outline project plan below should be read in conjunction with the milestones/outline programme in section 4, and the detailed scope of services in section 5.

3.2 Outline project plan

Stage 1 – Feasibility and options analysis

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This stage will include intensive work between the masterplan team and the community steering group to establish a strong working relationship, an understanding of local priorities, concerns and ambitions, and to test different strategic development options with them. At the same time the masterplanning team will need to work closely with the client partnership and internal resource at Re, regarding tenure mix options, costs, phasing and viability modelling. Marrying up the community priorities for the site with the client priorities and financial considerations, into a single unified brief and strategic approach, is the major task of this stage. Initial discussions with the planning authority, and full feasibility testing of options with all other relevant statutory authorities, must also take place. Accurate and full reporting to the project board and client team must ensure that emerging issues or potential conflicts are flagged early and can be addressed.

The co-design and community engagement activities in this stage are anticipated to include:

a) Community steering group design workshops with design team monthly, case study tours to relevant projects

b) Engagement events with special interest groups: young families on the estate through a play based session, synagogue community, neighbouring owner/occupiers in an evening workshop, teenagers through sports/creative workshops, older residents/sheltered housing residents, leaseholders workshop, local business evening event. Each workshop/event should also involve steering group members.

c) Further develop the community’s brief for elements to be incorporated in new development and what amenities/improvements to the existing stock should be prioritised

d) Develop meanwhile use/interim projects ideas with steering group e) Exhibition and drop-in day and evening at Cheshir Hall to present final optionsf) Contribute to communications strategy (online and offline media)

The milestone demonstrating completion of this workstage, and the whole of Phase 1, is the approval of the Strategic Outline Case.

Stage 2 – Concept design

The objectives of this phase are to develop the final preferred option signed off in Phase 1, into a full concept design (RIBA Stage 2) coordinated between all design team members and with a robust, proven cost plan and project costs associated with it. This phase will also include pre-application dialogue from the planning authority, through a PPA. The concept design will continue to be developed in close dialogue with the community steering group as well as the client. We would expect the design development to focus on the public realm design, initial concepts regarding the architectural approach for new buildings, and ensuring that an outline structural, civils, and building services design was sufficiently well developed to reduce risk and prove costs.

The co-design and community engagement activities in this stage are anticipated to include:

a) Community steering group workshops with design team monthlyb) Further case study tours of direct relevance to chosen optionc) Further engagement events/workshops with community members, focusing on

specific areas of the design, e.g. extra care housing design; play; public realmd) Develop phasing strategy and meanwhile projects strategy with steering group

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e) Exhibition and drop-in day and evening at Cheshir Hall to present draft concept design for feedback

f) Contribute to communications strategy (online and offline media)The milestone demonstrating completion of this phase is the approval of the RIBA Stage 2 report and cost plan.

Stage 3 – Design development

The objectives of phase 3 are to develop the design up to the submission of a full detailed planning application. This will involve detailed coordination and development of all planning critical matters, in particular highways and public realm design, external envelope design of the buildings, and phasing/construction management strategy. The emphasis during this phase will be on fleshing out the concept design to ensure it meets the performance and design ambitions of the client and community, is costed and viable, and can be delivered in a way that minimizes negative impacts on residents and surrounding businesses/key users. The community coordinator would continue to maintain full engagement with the community steering group and communication with residents generally, to ensure that the planning application is supported positively in the community and that the detailed design continues to be informed by resident and community priorities. The masterplanner will be expected to continue close liaison with the planning authority regarding the developing design, and the submission requirements for a valid and successful planning application. The masterplanner will be required to lead the design team, coordinate the design and ensure that structural, civils, and building services design are sufficiently well developed to reduce risk and prove costs.

The co-design and community engagement activities in this stage are anticipated to include:

a) Community steering group workshops with design team monthlyb) Further case study tours of direct relevance to chosen optionc) Further engagement events/workshops with community members to support

developing designd) Further develop phasing strategy and meanwhile projects strategy with steering

groupe) Exhibition and drop-in day and evening at Cheshir Hall to present draft developed

design for feedbackf) Contribute to communications strategy (online and offline media)

The milestones demonstrating completion of this phase will be Committee approval of the outline business case followed by the recommendation for approval of a full planning application.

Stages 4-7

The project plan for Stages 4-7 has not been developed in detail at this stage as it will depend on the outcome of the earlier stages, in particular the options study in Phase 1. However tenderers are asked to respond to the full scope of services at the end of this document and complete the pricing schedule accordingly on a percentage fee basis. Instruction of Stages 4-7 will be subject to the Authority’s approval of the Outline Business Case, planning consent, and financial appraisal.

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4.0 Programme

The current programme envisages the following indicative milestone dates:

Stage 1 complete: mid August 2017

Stage 2 complete: mid November 2017

Stage 3 interim milestone (submission of planning application): early March 2018

Stage 3 final milestone (recommendation of planning application for approval): early June 2018.

As part of their tender submission, bidders are requested to review these timescales and provide a detailed project programme showing their proposed approach.

5.0 Detailed Scope of Services

Generally:

Lead the Design Team and act as Lead Designer, Architect and Landscape Architect Facilitate, host and lead design team meetings as required to deliver the Services. Attend project progress meetings and design reviews with the client at a minimum of

monthly intervals. Participate fully in community co-design process including regular workshops,

presentations and engagement events with the community steering group and other community groups/organisations

Establish the form and content of design outputs, their interfaces and a verification procedure.

Monitor the work of the Designers, including co-ordinating design of all constructional elements, including work by consultants, specialists or suppliers and for health and safety matters in conjunction with the Health & Safety Advisor.

Prepare and maintain Work Stage programme[s] for performance of the Services, including any Services not completed in a previous stage.

Advise on the need for and the scope of services by consultants, specialists, sub-contractors or suppliers.

Prepare Work Stage Reports and submit to Client Consider appropriate construction strategies and contribute to CDM planning. At each Work Stage, attend and contribute at a Risk Workshop providing information

sufficient for inclusion in the Project Risk Register. Undertake pre-application discussions with the Planning Authority to determine the

requirements for planning permission, under the project Planning Performance Agreement. Minute any meetings or dealings with Planning Service in the Stage Reports.

Consult statutory authorities to produce a design compliant with Building Regulations (in particular Part M & L) and Local Planning Authority requirements, in a timely fashion to suit the development of the design.

Advise on the application of all project specific regulatory approvals and the design, cost and time impacts for each.

Design quality, environmental impact and sustainability are key priorities for the project and cost allowances should reflect an appropriate level of specification to reduce the environmental impact of the proposed facility.

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Providing designs, specifications, advice and information concerning the design with due regard to cost, functionality, build quality and impact, buildability, construction safety, operation and maintenance.

Determining materials, elements and components, standards of workmanship, type of construction and performance in use for the design.

Preparing drawings, sketches, schedules, specifications, calculations and production and tender information for the design as appropriate.

Giving due regard to the guidelines contained in the current publication Good Practice in the Selection of Construction Materials 2011 (British Council of Offices Publication) unless authorised by the Client in writing to specify or authorise products or materials generally known within the Consultant’s profession at the time of specification or authorisation to be deleterious or hazardous to health or safety or to affect the durability of construction works.

Maintain electronic document control system.

All reports and drawings will be provided in hard copy (i.e. 4 no. copies) and digital format (i.e. pdf and MS Word and AutoCAD formats).

Work Stage Services

Stage 1

Receive Client’s instructions and information about the Site Assist assembly of project team including contributions to the Design Responsibility

Matrix, Information Exchanges and the Project Execution Plan. Visit the Site and carry out an initial appraisal, including an assessment of any

available reports relating to the Site, the Local Planning Authority’s local and/or regional plan or other policy statements relevant to the Site

Plan and undertake co-design workshops with community steering group Plan and undertake community engagement events with special interest groups/hard

to reach groups Develop and present initial masterplan options, including outline plot areas/unit

quantities, for feedback to community steering group and client Contribute to the consideration of acquisitions to enhance the development and their

viability Coordinate feasibility reviews of options by other consultant disciplines, including

highways review Establish in consultation with other consultants, any off-site infrastructure or services,

or the like, that may be required to allow the proposed development Prepare sufficient information for the preparation of outline construction cost

estimates for initial options, by the Cost Consultant. Lead the development of initial options iteratively between design team, community

steering group and client until around 3 strategically differentiated but viable options are defined.

Undertake initial consultation with planning authority through Planning Performance Agreement

Plan and undertake community consultation event to gain feedback on options Develop and agree with the client, a final preferred option including outline feasibility

costs, risk review, delivery programme, phasing options, highways strategy and other project documentation.

Advise on the need for special surveys, special investigations or model tests such as topographical surveys, services reviews, environmental impact studies, highway studies, geological/geotechnical surveys, advice studies relating to the demolition of existing structures, radar and tempest studies, and acoustical studies

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Contribute to viability report and cost to value reconciliation statement Contribute to outline meanwhile use and interim projects strategy Contribute to project communications plan. Produce feasibility (RIBA Stage 1) report for the project summarising the project

development, research and advice undertaken during the Stage, as per the scope above, including coordinating all input required from other team members.

Contribute to Strategic Outline Case and formal reporting to GROB and Committee Contribute to initial equalities impact assessment Contribute to a Gateway Review & lessons learned report

Stage 2

Update the design brief confirming key requirements and constraints for the development

Develop the preferred option from Stage 1 into a full Concept Design including outline specifications.

Continue design workshops and other activities with community steering group Lead the development of coordinated structural, civils, and building services strategy

informed by further site investigations e.g. ground conditions tests. Contribute to initial cost review and development of initial project costs and lifecycle

costs Contribute to viability review check Plan and undertake wider community engagement and consultation on draft concept

design Undertake further pre-application consultations with planning authority through

Planning Performance Agreement Consider impact of planning, environmental or ecological constraints in consultation

with relevant public authorities Present concept design to GROB, Assets Regeneration & Growth Committee (ARG)

as required and other key local stakeholders including elected members Refine concept design following feedback and produce coordinated concept design

drawings and outline specification Contribute to the development of the project programme, including proposals for

phasing and implementation Contribute to development of meanwhile projects strategy and associated costs in

dialogue with community steering group and potential partners Coordinate and produce design information sufficient for the production of updated

cost plan for construction, project costs and management/lifecycle costs Undertake value engineering if required to meet the project budget approved by the

client at the conclusion of the previous stage. Calculating or providing information for calculation of the development and/or plot

areas, infrastructure land use areas and all other such areas, including, as appropriate, preparing schedules of net lettable, gross external and planning areas

Contribute to updated viability assessment and cost to value reconciliation statement Contribute to project communications plan Advise the client on consultations necessary with local and/or statutory authorities

and/or other bodies, about the service requirements of the masterplan, including capacity, timing, diversions and/or extensions of existing services into or on the Site, and on the timing of permit or approval applications necessary to maintain the Development Programme

Contributing to completion of the Final Project Brief. Preparing Sustainability Strategy, Maintenance and Operational Strategy, Handover

Strategy and Risk Assessments.

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Contribute to the updating of the Project Execution Plan, preparing of the Procurement and Construction Strategy and Health and Safety Strategies.

Prepare Stage Report including community involvement report in accordance with agreed Information Exchanges. and submit to Client.

Contribute to Gateway review & lessons learned report

Stage 3

Develop the approved Concept Design into a full Developed Design, showing spatial arrangements, type of construction, materials and updated outline specifications in sufficient detail to co-ordinate the structural and building services design of the project.

Continue to participate in community steering group meetings and workshops Continue to contribute to project communications plan Plan and undertake final open community consultation event Investigate effect of statutory standards and construction safety on Concept Design. Consult statutory authorities including Fire and Building Control. Provide information for estimate of Construction Cost. Undertake value engineering if required to meet the project budget approved by the

client at the conclusion of the previous stage. Prepare Stage Report in accordance with agreed Information Exchanges and

submitting to Client. Review the Project Execution Plan and Risk Assessments and the Sustainability,

Maintenance and Operational, Handover, Construction and Health and Safety Strategies.

Contribute to Outline Business Case and formal reporting to GROB and Committee Prepare and submit an application for full planning permission including Design and

Access statements and other necessary information in support of the application

Stage 4

Prepare technical designs, calculations and specifications sufficient to construct the project in accordance with the Design Responsibility Matrix and agreed Information Exchanges.

Continue to participate in community steering group meetings and workshops Continue to contribute to project communications plan Consult statutory authorities on developing design. Provide information for updating estimate of Construction Cost. Undertake value engineering if required to meet the project budget approved by the

client at the conclusion of the previous stage. Review the Project Execution Plan and Risk Assessments and the Sustainability,

Maintenance and Operational, Handover, Construction and Health and Safety Strategies.

Undertake Third Party Consultations as required including preparing and making submissions under building acts and/or regulations or other statutory requirements.

Review design information provided by contractors or specialists to establish whether that information can be co-ordinated and integrated with other project information.

Identify extent of design work by contractor and/or specialist sub-contractors. Prepare documents required for tendering purposes. Giving general advice on operation and maintenance of the building.

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Stage 5-6

Contribute to the tender process, including:o considering with the Client a tenderer or a list of tenderers for construction

workso considering with the Client appointment of a contractor, and advising on the

powers and duties of the parties and the Contract Administrator under the Building Contract;

Administering the Building Contract, including:o reviewing the contractor’s programme and the progress of construction works;o issuing of information, instructions, etc;o reviewing with relevant consultants of information provided by the contractor;o providing information required for preparation of valuations of work carried out

or completed or validating contractor’s applications for payment; o giving notice of any adjustment to the Completion Date; o ascertaining or instructing ascertainment of loss and expense due to the

contractor; o certifying payments due; o presenting financial reports to Client;o collating record information in conjunction with the Health and Safety Advisor;

ando exercising impartial and independent judgment when dealing between Client

and the contractor. Assessment of alternative designs, materials or products proposed by a contractor or

sub-contractor With the Cost Consultant and the Health & Safety Advisor, co-ordinating and

reviewing the work of all consultants and site inspectors, if any, to the extent required for the administration of the Building Contract, including:

o providing information required by consultants and site inspectors for their services during the construction period;

o receiving reports from such consultants and site inspectors to enable decisions to be made in respect of the administration of the Building Contract;

o consulting any Other Person whose design or specification may be affected by a Client instruction relating to the Building Contract, obtaining any information required and issuing any necessary instructions to the contractor;

o managing change control procedures and making or obtaining decisions as necessary for time and cost control during the construction period.

Making the appropriate number of visits to the site for: o inspection generally of the progress and quality of the Relevant Design as

built; o approval of such elements of the works as may be specified to be to the

reasonable satisfaction of the Designer; o obtaining information necessary for the issue of any notice, certificate or

instruction by the administrator of the Building Contract. Responding to site queries as reasonably required for construction. Assisting with the updating of the Construction and Health & Safety Strategies. Reviewing compliance with statutory and contract requirements.

Stage 6 Comply with the requirements of the Handover Strategy including agreement of

information required for commissioning, training, handover, asset management,

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future monitoring and maintenance and on-going compilation of "As Constructed Information".

Provide record drawings showing the building and main lines of drainage and other information, where applicable, for the Health and Safety File (CDM 2007) and the building log book (Building Regulations Approved Document Part L2).

Advise on resolution of defects. Provide information for agreeing final account. Assist building user during initial occupation period of 3 months

Stage 7

Carry out Post-occupation Evaluation.

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